Information is power. Information is power. How to effectively use the various types of data and information generated in the day-to-day operation and management of shops directly affects the formulation of sales strategies, product mix and circulation distribution, the establishment and adjustment of sales targets, and the search and concentration of personnel priorities.

Many store managers and even company sales managers do not pay enough attention to sales data. They do not know what important indicators and information they need to calculate and analyze. Some stores find a lot of data but they only have With data and data, many reports are processed on the surface every day. They are not analyzed, and no targeted improvement actions are made according to the indicators. As a result, store personnel are dealing with various reports every day. Sales meetings are also like running accounts. Again, report on the data.

KPI (Key Performance Indicators) is an important tool in the sales management of a store. It is a key indicator for reporting on the business conditions of a store and is an important basis for analyzing business and establishing business to improve operations. Finding out and using key indicators can focus the sales management of the shop and solve the sales problem with less effort. Turning indicators into improved actions is one of the core capabilities of store managers.

Lazy sales analysis. This is the most basic and intuitive data in the store's business analysis. According to the analysis of the best-selling and slow-moving products, it has direct guidance for ordering and replenishment. According to this data, the manager should check the inventory of the top-selling products, set up an inventory safety line, and prepare for replenishment; at the same time, he must understand the reasons for the best-selling, prepare alternatives to the best-selling items that are not stocked; prepare sales promotion for the slow-moving items; review the unmarketable products. Whether or not the cause is related to the display, sales skills of the employees, etc., so as to formulate corresponding follow-up actions.

Sales of classified products accounted for. The analysis of the proportion of sales of different types of products and the ratio of stocks can help the store to understand the combination and sales of various types of goods, so as to make judgments on orders, group goods and promotions, and also to compare this shop with other stores through this index. The proportion of sales, learn the characteristics of the store sales, understand the consumer orientation of the store or the region. The manager shall re-arrange the next order combination based on such indicators, consider the promotion of sales and introduction of types of products with relatively low sales, and match the sales of different types of products in order to control and increase the reasonable distribution of overall sales and inventory.

The above two types of indicators are the most basic and important indicators in business analysis, and also the most instructive data for sales management. Of course, other indicators, such as product sales cycle, year-on-year, and quarter-to-quarter changes, can also guide stores to judge whether they are out of stock, pressure on forward-looking stocks, and factors influencing business changes.

When many shops attach importance to the above-mentioned indicators on products and sales, they often neglect important indicators concerning sales skills and operating arrangements of employees. Such indicators can help shops to improve their skills and operational efficiency, and formulate key plans for daily management improvement.

The number of single transactions. This indicator refers to the number of transactions each time a customer purchases, that is, the daily sales promotion indicators. It enables the store to understand the situation of collocation of goods, to grasp the customer's consumer psychology, and to understand the staff's additional sales and collocation skills. After calculating this index, the manager must check whether the display matches the goods, adjust and replace the position of the goods, put the best collocation products in the vicinity, review whether the promotion policy can encourage and attract customers to buy more, pay attention Observe whether employees can take advantage of opportunities and make appropriate use of skills to recommend additional customers during the transaction process.

Product average unit price and single transaction amount. Such indicators can reflect the price orientation of consumers in stores or regions, as well as the sales skills of shop employees. The manager must review the indicator from time to time, increase the number of products within the average unit price, review the location and match of the products at different price points, pay attention to the customer's objection to the product price, and how the coach staff sells the high-priced products.

The indicators that reflect the sales skills and operational management effectiveness of employees include the success rate of try-in, the rate of loss of goods, and the overall efficiency of the floor. For all indicators, shop managers need to understand the calculation and review cycle, either daily, or weekly and monthly.

What needs to be pointed out in particular is that any key indicator of business performance reflects a result that the completed business cannot reflect the future business that may be lost. Only on the spot can employees' performance and business opportunities be discovered.

Therefore, retail managers cannot analyze data only by sitting in front of a computer. They cannot make business improvement decisions based solely on the data reported by stores. They also need to go deep into the field to improve sales and service through coaches. which performed.

Expert Profile

Wang Jianye has over 10 years of professional management training and organizational development experience in management consultancies. He is especially focused on assisting organizations in setting the focus of their internal and external customer service strategies, establishing institutional customer service culture orientation, and enhancing the personal capabilities of institutional members. He once served in Li Ning. , special steps, Karma, pure, Asan and other clothing.